Which one of the following statements about the role and importance of the "worry list" that company managers should compile is false?

A properly done "worry list" sets forth in fairly precise terms what strategic actions the company needs to take and the order in which the chosen strategic moves should be undertaken.

The worry list serves as an agenda of strategically relevant issues$/$problems that managers need to focus on in crafting a refurbished strategy that fits the particulars of the company's external and internal situation.

A strategy is neither complete nor well matched to the company's situation unless it contains actions and initiatives to address each strategically relevant issue or problem on the "worry list."

Only after managers have first done serious strategic thinking about how to deal with the items on the worry list are they truly prepared to pick and choose among the alternative strategic actions and initiatives in fashioning an overall strategy that suits the company's situation$--$the items on the worry list are most definitely a relevant and important part of the company's situation.

Compiling a "worry list" involves drawing heavily on the results of the analysis of both the company's external and internal